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A key to the effective implementation of strategic plans is the communication of the strategic plans to executives in functional areas. A study of eighteen organizations revealed that their functional executives’ knowledge of the strategic plan was closely tied to their corporate planners’ assessment of the quality of the communication of the plan. In contrast, the functional executives’ knowledge was not so closely tied to the planners’ assessment of merely the quality of the business plan itself.Different organizations use different communication tactics. These tactics suggest practical actions to enable strategic planners to improve the communication of their plans.

Developing a strategic information plan is an essential step for companies that want to realize the advantages of today's information technology. This article discusses ways to avoid the pitfalls that frequently occur during stages of information planning.

Discusses the findings of research into the development of marketing decision support systems. States that MDSS represents a break with traditional, more rigid management information systems development, offering a developmental approach. Offers a framework for MDSS development together with possible applications for such support systems, based on case‐study analysis.

Because information is vital to effective decision making, the fostering of conditions which promote effective use of existing channels of information is therefore seen as a prime element contributing to organizational survival and success (Fulmer et al, 1990). In particular, the way in which characteristics of individuals and the attributes of the tasks they perform, affect the use of different information sources is a pertinent issue in organizational analysis. It is also an important consideration in information systems development and management. Much of the existing research in this area has been dominated by attempts to define appropriate modes of information processing and the construction of models that might enhance effective communication (O'Reilly, 1982; Schick et al, 1990; Kim 8c Lee, 1991). The importance of this area of research has been heightened by the dynamics and complexities of industrial organizations and the need for various modes of information processing to address these dynamics (Kim & Lee, 1991). Also, because the appropriate use of information is the ‘life‐blood’ of organizational dynamics, the identification of aspects that might affect differential use of various channels (of information) is fundamental to an understanding of the area.

Discusses the findings of research into the development of marketing decision support systems. States that MDSS represents a break with traditional, more rigid management information systems development, offering a developmental approach. Offers a framework for MDSS development together with possible applications for such support systems, based on case study analysis.

Presents a foundation for the development of marketing decision support systems (MDSS). Argues that traditional management information systems typically follow a sequential flow through analysis, design, and implementation; MDSS involves a developmental approach emphasizing iteration and evaluation through the various stages. Surmises that MDSS offers marketing managers the advantages of an interactive system to supply them with useful information to help improve decision making.

A recent study reveals ways for planners to better communicate their strategies and improve the probability of successfully implementing them. Planners who worked for manufacturing firms were interviewed during the study and suggested the following practical actions:

Nobody concerned with political economy can neglect the history of economic doctrines. Structural changes in the economy and society influence economic thinking and, conversely, innovative thought structures and attitudes have almost always forced economic institutions and modes of behaviour to adjust. We learn from the history of economic doctrines how a particular theory emerged and whether, and in which environment, it could take root. We can see how a school evolves out of a common methodological perception and similar techniques of analysis, and how it has to establish itself. The interaction between unresolved problems on the one hand, and the search for better solutions or explanations on the other, leads to a change in paradigma and to the formation of new lines of reasoning. As long as the real world is subject to progress and change scientific search for explanation must out of necessity continue.

This paper aims to analyze Emil Lederer's and Sumner Slichter's theses on the concept of technological unemployment.

Given the presence of core elements of both economists' visions in the famous Debate on Technological Unemployment (1928‐1933), it is surprising that so little attention has been paid to their works. This paper makes an attempt to interpret certain parts of Emil Lederer's oeuvre in association with the writings of Sumner Slichter based on a careful examination of their writings and their theoretical investigations.

The writings of both economists seem to converge to similar views. Analytically, they both attempted to explain the inability of the economic system to readjust and absorb the unemployed workers. Moreover, both economists disputed the assertion of Say's law that full equilibrium would be assured by the functioning of market forces. In contrast to other economists, they both attached increased significance to the supply side of the economy and in particular to the role of technical change. Furthermore, it seems that both authors were in favor of restrained technological change, which would be absorbed smoothly from the economic system. Another interesting aspect of both economists' investigations is their respective theoretical shift around 1930, which could be attributed to the disastrous consequences of the Great Depression. The paper concludes that, despite some differences between Lederer and Slichter, the parallels are impressive.

Most aspects of Slichter and Lederer's works remain unexplored. Thus, the connection between them may be very useful for promoting dialogue between different schools or strands of thought.

Despite the increasing use of the agency perspective in studies of headquarters-subsidiaries relations in the multinational corporation (MNC), opponents fundamentally question its utility. In an attempt to contribute to this debate, we evaluate prior studies and develop considerations for future research. Our review of extant studies of headquarters-subsidiaries relations that make (explicit) use of the agency perspective reveals two significant shortcomings. First, we identify a need to validate the underlying assumptions when using the agency perspective in studies of headquarters-subsidiaries relations. Second, we detect a need to better account for the complex nature of headquarters-subsidiary relations in the MNC. A focus on these two areas can improve the use of the agency perspective and, ultimately, help resolve the contentious debate over the utility of the agency perspective.